IT Leadership

I had a wonderful opportunity to speak with a group of bright and ambitious military officers, who were enrolled in a prestigious leadership development program, about driving change and innovation. The purpose of this session was to help motivate and empower these individuals to become agents of change and innovation within their respective spheres of influence.

These officers manage very complex portfolios and are responsible for a wide variety of operations, spanning multiple disciplines. Some of them are already leaders of small teams, while others will be ascending to leadership positions in the future.

As we discussed the topic of driving change and innovation, one central question emerged: “How can we overcome resistance to change and innovation, especially when it revolves around enduring, deeply-ingrained traditions and practices?”

This is a question that many leaders face, not only within the military, but also in businesses, organizations, and societies alike.

Resistance to Change and Innovation

Resistance to change and innovation is commonplace and to be expected. It occurs when:

• People feel threatened by change because they fear losing something (comfort, control, etc.).
• They lack the necessary knowledge, skills, and abilities to succeed in the new reality.
• They don’t understand the need for the change or perceive that the perceived benefit doesn’t outweigh the perceived cost.

In some cases, resistance to change originates from the leader themselves (i.e., the resistance comes from within). These leaders might be struggling with self-doubt, lack of confidence, or inertia. They may be overly cautious, indecisive, or even paralyzed by fear, failing to take necessary action. In other cases, they might be consciously or subconsciously afraid of being blamed for failures or setbacks, even when those are outside of their control, and therefore, they avoid taking risks.

These leaders might also be overly critical of themselves and others, focusing on perfection rather than progress, and providing unnecessary criticism and blame when things don’t go as planned. They may also have a fixed mindset, meaning they are less open to new information and perspectives, and less willing to experiment and take risks.

These various forms of internal resistance to leading themselves and others can be highly detrimental to leadership success, especially in times of change and uncertainty. They can create a state of internal conflict, paralyze decision-making, and undermine confidence and trust in leadership, resulting in demotivation and disengagement among the team.

The Importance of Leading Yourself First

Many of these officers were already aware of the critical importance of leading themselves first, as opposed to solely focusing on leading others. After all, you can’t give others something you don’t have yourself. You can’t inspire others with enthusiasm and a sense of purpose if you lack these traits yourself. You can’t empower others if you are disempowered. You can’t foster resilience in your team if you are not resilient yourself.

Here are some key behaviors that effective leaders exhibit, starting with themselves, in order to drive change and innovation, while also building resilience in the face of challenges and setbacks:

1. Focus on Self-Awareness and Self-Management

These leaders understand their own strengths, weaknesses, and personality traits. They are highly self-aware, recognize their biases, and understand their limitations. They manage their emotions, impulses, and reactions, which fosters emotional intelligence. They are also willing to seek feedback from others to gain a broader perspective on their leadership strengths and opportunities.

2. Maintain a Growth Mindset

These leaders believe in lifelong learning. They are curious and open to new information and perspectives. They are willing to experiment and take calculated risks. They learn from their mistakes and see failures as opportunities for growth and improvement, for themselves and their teams. They never stop believing that they can get better and neither should their teams.

3. Acknowledge and Manage Your Behaviors and Reactions

These leaders are mindful of how their behaviors and reactions impact those around them, particularly in times of crisis or instability. They remain calm under pressure, despite feeling the pressure and urgency of the situation. They are disciplined in how they approach problems and decisions, thinking logically and analyzing facts without letting personal feelings interfere. They are also thoughtful about the language and tone they use, especially in difficult conversations, to minimize unnecessary confusion or conflict.

4. Strengthen Your Core, Don’t Break It

These leaders understand the importance of taking care of themselves physically , resting when appropriate, and not overextending themselves or their teams. They create boundaries and protect their time, energy, and attention from distractions and interruptions that could undermine focus and productivity. They also understand the importance of mentally refreshing themselves through techniques such as mindfulness or meditation in order to stay focused and calm under pressure. They are also proactive in seeking the appropriate support and resources they need to succeed.

5. Lead by Example, With Authenticity

These leaders are true to their core values and beliefs. They are genuine and authentic in everything they do. They walk their talk, aligning their actions with their words. They are also empathetic and considerate, valuing the well-being of those around them and openly expressing gratitude and appreciation for the hard work and effort of their teams. They embrace their role as a role model, knowing that their behaviors and actions set the tone for others to follow.

6. Focus on the Bigger Picture

These leaders have a clear vision and purpose that motivates and inspires themselves and their teams. They articulate this vision in a meaningful and compelling way. They also continuously reinforce the meaning and purpose behind the change, especially in times of adversity or uncertainty, to help overcome fears and doubts.

7. Plan, Execute, and Lead the Change

These leaders are willing to step up, take the lead, and drive change and innovation, especially when needed. They develop and execute thoughtful and realistic plans, while painting a clear and achievable path forward, for themselves and their teams. They break down the change and innovation into manageable pieces and adapt based on feedback and progress. They also celebrate key milestones and recognize the efforts and contributions of those involved.

Leading Change and Innovation: A Case Study

To illustrate these key behaviors in action, we will now explore a case study on leading a digital transformation effort within a large, traditional, and conservative organization, which faced significant resistance to change and innovation, and faced an increasingly disruptive and volatile environment. The focus will be on the key strategies this leader used to drive change and build resilience along the way.

This particular leader had the following core beliefs that underpinned her approach to leading change and innovation:

1. Believe in the Potential and Possibility

Believe in the potential of the organization to adapt and evolve to remain relevant and successful. Believe in the possibility of overcoming the challenges and barriers to change and innovation, despite how daunting and persistent they may seem. This belief is infectious and, if genuine, will inspire and motivate others to believe the same.

2. Start With Why

Start by clearly articulating the why behind the need for change and innovation, in a meaningful and emotional way, that everyone can relate to and understand. People need to feel the urgency for change, especially if the status quo threatens their survival, and they need to understand the purpose behind the change and innovation effort. Help them paint a picture of what the future could look like if they successfully navigate the change, and what it might look like if they don’t.

3. Understand Your Audience

Take the time to deeply understand your stakeholders, their backgrounds, their beliefs, their motivations, their anxieties, and their needs. Understand their current realities, pain points, and desired outcomes. Know your resistors and embracers of change, and understand why they behave the way they do. This will enable you to more effectively communicate and engage with them early and often, and help them navigate the change and any associated fears and doubts.

4. Make It Visible and Concrete

Help stakeholders visualize the change and innovation efforts, using concrete examples, use cases, and stories. Provide tangible evidence of the problems and challenges, and how the change or innovation will address them. Showcase prototypes and proofs of concept, and share early successes and failures, learning from them together. Conduct demonstration workshops and simulations to help make the abstract tangible, and get people hands-on with the change and innovation efforts.

5. Celebrate and Acknowledge Progress

Celebrate and acknowledge the progress and successes, no matter how small or big they are. Give credit and recognition where it is due, and learn from failures and setbacks as opportunities for improvement. Share stories and case studies about how individuals and teams are embracing the change and innovation efforts, and provide testimonials from those who have benefited from them.

6. Make It Stick

Ensure that the change and innovation efforts are integrated into the organizational culture through policies, processes, and systems. Embed these efforts into key organizational rituals, such as budgeting and goal setting, performance management, and talent development, so that they become part of “how things are done around here.”

7. Leaders Must Lead, Managers Manage, and Doers Do

Ensure that leaders embrace the change and innovation efforts, role modeling the behaviors and activities outlined above. They must lead the charge, staying visible and vocal, and sustaining momentum. Managers, on the other hand, must manage the change efforts, ensuring that the transition remains on track, and that risks and obstacles are mitigated. They should also be actively supporting their teams through the transition. Doers should focus on getting the job done, executing the change and innovation initiatives, while also gathering insights and feedback to continuously improve their efforts.

This leader’s efforts paid off, as she and her team successfully drove the digital transformation effort within a large, traditional, and conservative organization. They demonstrated resilience in the face of resistance, adversity, and setbacks, persisting until the mission was accomplished. They also laid the groundwork for future change and innovation efforts, as this became part of the organizational culture and mindset, preparing the organization for the volatile and uncertain landscape of the 21st century.

Some Final Thoughts

Leading change and innovation can be challenging, especially when faced with resistance and adversity. However, by leading themselves first, leaders can catalyze and empoewer their teams, driving change and innovation, and fostering resilience in the face of challenges and setbacks. When leaders embody the behaviors outlined above, they become role models that inspire and motivate others to embrace and champion the change, regardless of the obstacles ahead.

Remember, great leaders embrace the mantra, “Be the change you wish to see in the world!”